Senior Advisory
Experienced perspective for important entrepreneurial decisions.
For a small number of selected companies, Hasan H. Hasic works with owners, CEOs and management teams as an external senior advisor.
Personal. Independent. Predominantly remote.
Some decisions do not need another management layer. They need an experienced perspective.
Owners and management teams carry many decisions on their own.
Your own team usually knows the company, the market and the daily realities better than any external adviser. That is precisely why it can help, on important questions, to involve someone who gets close enough to understand the context and stays distant enough to question assumptions.
A senior advisory mandate creates that additional perspective without building new hierarchies or a parallel operational structure.
Not to take decisions away, but to make better decisions possible.
When a senior advisor can help
The specific trigger differs from company to company. Typical situations are:
Strategic orientation
Several options are on the table, but priorities, consequences or the right next step are not yet clear.
Entrepreneurial decisions
An important decision should be thought through with someone who has no internal agenda and can also ask uncomfortable questions.
Commercial development
New markets, partnerships, customer potential or business models need to be assessed and developed in a structured way.
Organisation & leadership
Structures, responsibilities or ways of working together have not developed at the same pace as the company.
Change & transformation
Market, technology, regulation or customer expectations are shifting and the effects on your own company need to be understood.
Special situations
Negotiations, succession questions, strategic partnerships, important stakeholder conversations or other special situations benefit from additional seniority and preparation.
Close to the company. Distant from routine.
A good external advisor has to do two things at once: understand the context of a company and still stay independent enough to question what has become habit.
Hasan does not work with prefabricated methods or standard answers. The starting point is the actual situation, the people, the decisions and the goals of the company.
Understand first
Before solutions are discussed, the situation, its connections and the different perspectives have to be genuinely understood.
Ask the right questions
Not every challenge needs an immediate answer. Clarity often begins by making the real question visible.
Think entrepreneurially
Decisions are not looked at in isolation, but in the context of market, people, finances, organisation and long-term development.
Stay pragmatic
A good thought only becomes valuable once a sensible next step can come out of it.
„Hasan is a brilliant visionary and strategist. He knows how to convey the 'Why' to the team around him and in this regard encourages each individual to ask the right questions and find their own answers.“
Soner Avci
CEO / COO / Board Member
Excerpt from LinkedIn Recommendation
Experience across functions and industries
Hasan's contribution lies less in a single specialist discipline than in connecting different entrepreneurial perspectives.
Strategy & priorities
- ·structuring strategic questions
- ·assessing options and consequences
- ·sharpening the basis for decisions
- ·setting priorities
Commercial development
- ·business development
- ·market and partnership questions
- ·customer and growth strategies
- ·international business development
Organisation & change
- ·responsibilities and structures
- ·change processes
- ·management collaboration
- ·dependence on the owner
Leadership & sparring
- ·preparing important decisions
- ·independent perspective
- ·reflecting on leadership questions
- ·selected stakeholder and negotiation situations
Where specific technical expertise is required, wis.dom|bridge™ can involve suitable specialists from its own network. The role of the senior advisor stays clearly separate from specialist mandates.
More than 25 years of entrepreneurial experience
Hasan H. Hasic is Founding Partner of wis.dom|bridge™ and combines more than 25 years of experience across management consulting, entrepreneurship, executive roles, business development and supervisory board work.
His professional roots are in Switzerland. After roles in management consulting, among them Cambridge Technology Partners, HSG Management Consulting and Swisscom Mobile, he took on long-term entrepreneurial and international leadership responsibilities.
Today he works with companies and decision-makers with a perspective that connects strategic, commercial, organisational and human questions.
25+ years of experience | Switzerland & Southeast Europe | entrepreneur | management consultant | supervisory board
Swiss & Bosnian citizen | Swiss German, German, English, Bosnian/Croatian/Serbian
More about Hasan„Das Auftreten von Herrn Hasic ist in höchstem Mass souverän und strahlt Ruhe und Sicherheit aus. Sein diplomatisches Gespür ermöglicht es ihm, in jeder Situation sehr genau beurteilen zu können, ob und in welcher Art er sich am besten aus Sicht der Gesamtsituation einbringt.“
Axel Bergmann
Financial Advisor / Interim Manager
Excerpt from a LinkedIn recommendation, original in German
What a senior advisory mandate can look like
Every mandate follows the actual situation of the company. Still, the collaboration follows a simple logic.
- 01
Getting to know each other
In a confidential first conversation we clarify the starting point, the main questions and whether working together makes sense at all.
- 02
Defining the mandate
Together we define the role, the topics, the expected time frame, the interfaces and the form of collaboration.
- 03
Ongoing involvement
Hasan works continuously with the relevant decision-makers, predominantly remote and complemented by selected on-site sessions where they clearly add value.
- 04
Reviewing regularly
Priorities and scope are adjusted continuously to how the company actually develops.
Typical framework
- ·one to three days of senior advisory capacity per week
- ·predominantly remote
- ·selected on-site sessions when useful
- ·direct collaboration with the owner, CEO or management team
- ·mandates typically running over several months
- ·individually agreed retainer
Clear about the role
Senior Advisory means
- ·independent perspective
- ·experienced entrepreneurial sparring
- ·continuous seniority
- ·contribution to selected strategic and commercial questions
- ·closeness to the decision-makers
Senior Advisory does not mean
- ·operational management
- ·taking over line responsibility
- ·building a parallel organisation
- ·permanent presence in the company
- ·replacing internal specialists
Responsibility stays where it belongs. With the company and its leaders.
„He takes his time with people and listens to them. I have rarely met someone who could both identify and answer my needs so well.“
Yves Zischek
Managing Director / Board Member
Excerpt from LinkedIn Recommendation
Personal advisory, complemented by the right network when needed.
The senior advisory mandate is led personally by Hasan H. Hasic.
When a question calls for additional specialist competence, wis.dom|bridge™ can bring in specialists and partners from different fields.
That keeps the collaboration personal and manageable, without pretending that one person can cover every question alone.
Sanjin Lucic highlights Hasan's business development capability in his LinkedIn recommendation.
Perhaps it does not take another executive. Perhaps only the right additional perspective.
If you would like to think through an entrepreneurial or strategic question with an independent, experienced person, we can use a confidential conversation to see whether a senior advisory mandate would make sense.
Without obligation and confidential.